Capital to reach new markets

Beatriz · Fortaleza, CE

Illustrative case study with a fictional character and hypothetical amounts.

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A cargo ship loaded with containers at Hamburg's bustling commercial dock.

Capital soughtR$3,200,000

Planned own fundsR$800,000

Total budgetR$4,000,000

01 / The challenge

What needs to change.

A company wants to sell in a new country. Its project separates a market test from a permanent presence and considers adaptation, logistics, taxes, foreign exchange and support. Foreign-currency revenue does not eliminate domestic costs or collection risk. The plan identifies buyers, product requirements and how funds move through each stage, with competent professionals and providers for the specific transaction.

validate the market and delivered cost before committing to major expansion.

Capital is part of the plan. Before seeking funds, the owner organizes the problem, compares alternatives and identifies spending that can be delayed, reduced or met from own resources. The presentation should distinguish verified facts from execution assumptions.

02 / Use of funds

The budget,
line by line.

Each line connects to purpose and execution evidence.

Market adaptation and requirementsR$933,333

Commercial test and channelsR$1,066,667

Logistics and documentationR$800,000

Cash and exchange-rate bufferR$1,200,000

TotalR$4,000,000

Nominal example amounts. Actual costs, fees, taxes and contracting expenses need to be determined for a real transaction.

03 / Staged execution

Milestones before
the next step.

Hypothetical 12-week assessment schedule. Actual timing and conditions depend on the project.

01 · Weeks 1–4

Validate market requirements and customer

R$800,000

Portion of capital sought associated with this stage’s plan. Actual release depends on contracts, conditions and the financial provider.

02 · Weeks 5–8

Complete a controlled first transaction

R$1,440,000

Portion of capital sought associated with this stage’s plan. Actual release depends on contracts, conditions and the financial provider.

03 · Weeks 9–12

Scale only with evidenced margin and collection

R$960,000

Portion of capital sought associated with this stage’s plan. Actual release depends on contracts, conditions and the financial provider.

04 / Instrument and rights

Capital has
clear corresponding rights.

Receivables, subject to existence and eligibility

The example instrument is a structural assumption. Actual terms need identified parties, amount, currency, remuneration, term, costs, responsibilities, default events and exit conditions. Receivables require checks of existence, ownership, restrictions and prior assignment. Equity and conversion depend on corporate structure and required acts.

KEZS organizes technology and intermediation. It does not assign a score or decide whether an investor should accept this risk. Diligence is independent and capital may suffer partial or total loss. Applicable providers need to be identified before contracting.

What to verify.
What to monitor.

Documents

Market research and commercial proposal
Logistics cost and applicable requirements
Exchange, delivery and collection terms

Risks to discuss

Price not covering delivered cost
Exchange-rate changes reducing margin
Technical requirements preventing sales

Metrics

Margin after logistics, fees and exchange
Repeat customers in the new market
End-to-end collection period

05 / The takeaway

More clarity to
build and assess.

The study shows how a need becomes a budget, stages and criteria. It does not demonstrate approval, completed funding or business results. A real transaction may require structural changes, further information and different terms. The method’s value lies in making questions visible before committing capital.

Integrity and traceability records help preserve versions and confirmed events. They do not replace verification of documents and financial confirmations. Participant privacy should be preserved even when a project presentation is public.

Questions to help
take the next step.

Understand what to prepare, compare and monitor.

What is the first step for this project?

Start by working to validate the market and delivered cost before committing to major expansion. Connect the purpose to a budget and verifiable milestones before negotiating terms.

Which documents help assessment?

Market research and commercial proposal; Logistics cost and applicable requirements; Exchange, delivery and collection terms. Share only necessary information with authorized participants and verify the submitted version.

Which risks need attention here?

Price not covering delivered cost; Exchange-rate changes reducing margin; Technical requirements preventing sales. Each funder performs their own assessment; KEZS provides no score or approval guarantee.

Can a newly opened business organize the project?

Yes. The model considers businesses of every size from their first day of registration. Limited history requires other evidence. A project does not guarantee approval or funding availability.

Can the project amount vary?

Planning examples range from R$2,000 to R$20 million. Budgets should reflect actual needs and available own funds. Terms and contributions depend on the transaction and participants.

How do I monitor capital use?

Agree on milestones, responsibilities, documents and metrics. Separate forecasts, available cash and confirmed financial events. Technology supports history without guaranteeing business outcomes or payment.